Transcript Project Management - Romi Satria Wahono

Project Management
9. Project Human
Resource Management
Romi Satria Wahono
[email protected]
http://romisatriawahono.net
Romi Satria Wahono
•
•
•
•
•
•
•
•
SD Sompok Semarang (1987)
SMPN 8 Semarang (1990)
SMA Taruna Nusantara, Magelang (1993)
B.Eng, M.Eng and Dr.Eng (on-leave)
Department of Computer Science
Saitama University, Japan (1994-2004)
Research Interests: Software Engineering and
Intelligent Systems
Founder IlmuKomputer.Com
LIPI Researcher (2004-2007)
Founder and CEO PT Brainmatics Cipta Informatika
2
Project Management Course Outline
1. Introduction to Project Management
2. The Project Management and Information Technology Context
3. The Project Management Process Groups: A Case Study
4. Project Integration Management
5. Project Scope Management
6. Project Time Management
7. Project Cost Management
8. Project Quality Management
9. Project Human Resource Management
10. Project Communication Management
11. Project Risk Management
12. Project Procurement Management
3
9. Project Human Resource
Management
4
Learning Objectives
• Explain the importance of good human resource
management on projects, including the current state
and future implications of the global IT workforce
• Define project human resource management and
understand its processes
• Summarize key concepts for managing people by
understanding the theories of Abraham Maslow,
Frederick Herzberg, David McClelland, and Douglas
McGregor on motivation, H. J. Thamhain and D. L.
Wilemon on influencing workers, and Stephen Covey
on how people and teams can become more effective
5
Learning Objectives
• Discuss human resource planning and be able to create
a human resource plan, project organizational chart,
responsibility assignment matrix, and resource
histogram
• Understand important issues involved in project staff
acquisition and explain the concepts of resource
assignments, resource loading, and resource leveling
• Assist in team development with training, teambuilding activities, and reward systems
• Explain and apply several tools and techniques to help
manage a project team and summarize general advice
on managing teams
• Describe how project management software can assist
in project human resource management
6
The Importance of Human Resource
Management
• Many corporate executives have said,
“People are our most important asset”
• People determine the success and failure of
organizations and projects
7
The Global IT Workforce
• Although there have been ups and downs in
the IT labor market, there will always be a
need for good IT workers
• The Digital Planet 2008 study estimated that
the global marketplace for information and
communications technology (ICT) would top
$3.7 trillion in 2008 and reach almost $4
trillion by 2011
8
More Digital Planet Report Findings
• Communications products and services represented the
largest single category of ICT spending (57 percent) in
2007 with $1.9 trillion; consumers spent 29 percent of
ICT dollars worldwide, while spending by business and
government accounted for 71 percent
• The top ten ICT spending countries are, in descending
order: the U.S., Japan, China, Germany, U.K., France,
Italy, Brazil, Canada, and Spain; in 2008, China jumped
ahead of Germany, the United Kingdom, and France
• The Americas’ growth in ICT spending will be the
slowest of the three broad regions at 4 percent
between 2007 and 2011; the Asia-Pacific region and the
Europe, Africa, and Middle East regions will grow
annually at 10.5 percent and 5 percent, respectively
9
U.S. IT Workforce
• U.S. IT employment topped 4 million for the first
time in 2008
• Several IT-related occupations will be among the
top 30 fastest-growing occupations in the U.S.
between now and 2016, with network
systems/data communications analysts and
computer software engineers listed as numbers
one and four
• IT staff struggle to transition to project
management, CIOs argue, and complain that
educational institutions are not putting adequate
focus on these skills through coursework
10
Implications for the Future of IT
Human Resource Management
• Proactive organizations are addressing
workforce needs by:
• Improving benefits
• Redefining work hours and incentives
• Finding future workers
11
Media Snapshot
• Here’s the dirty little secret: U.S. productivity is No. 1 in
the world when productivity is measured as gross
domestic product per worker, but our lead vanishes
when productivity is measured as GDP per hour
worked…Europeans take an average of six to seven
weeks of paid annual leave, compared with just 12 days
in the United States; twice as many American as
European workers put in more than 48 hours per week
• Sociologists have shown that many Americans,
especially men, would like to have more family or
leisure time; recent surveys show that many Americans
are willing to sacrifice up to a quarter of their salaries in
return for more time off
12
What Went Wrong?
• A 2006 report by The Conference Board, Corporate
Voices for Working Families, Partnership for 21st
Century Skills, and the Society for Human Resource
Management suggests that entry level workers in
the U.S. are ill-prepared for the workplace
• Four-year college graduates were listed as deficient
in the following three skills:
• Written communications - 27.8%
• Writing in English - 26.2%
• Leadership - 23.8%
13
What is Project Human Resource
Management?
• Making the most effective use of the people involved
with a project
• Processes include:
1. Developing the human resource plan: identifying and
documenting project roles, responsibilities, and reporting
relationships
2. Acquiring the project team: getting the needed personnel
assigned to and working on the project
3. Developing the project team: building individual and group
skills to enhance project performance
4. Managing the project team: tracking team member
performance, motivating team members, providing timely
feedback, resolving issues and conflicts, and coordinating
changes to help enhance project performance
14
Project Human Resource
Management Summary
15
Keys to Managing People
• Psychologists and management theorists have
devoted much research and thought to the field of
managing people at work
• Important areas related to project management
include:
• Motivation theories
• Influence and power
• Effectiveness
16
Intrinsic and Extrinsic Motivation
• Intrinsic motivation causes people to participate in
an activity for their own enjoyment
• Extrinsic motivation causes people to do something
for a reward or to avoid a penalty
• For example:
• some children take piano lessons for intrinsic motivation
(they enjoy it)
• while others take them for extrinsic motivation (to get a
reward or avoid punishment)
17
Maslow’s Hierarchy of Needs
• Abraham Maslow argued that humans
possess unique qualities that enable them to
make independent choices, thus giving them
control of their destiny
• Maslow developed a hierarchy of needs
which states that people’s behaviors are
guided or motivated by a sequence of needs
18
Maslow’s Hierarchy of Needs
19
Herzberg’s Motivational and Hygiene
Factors
• Frederick Herzberg wrote several famous books
and articles about worker motivation; he
distinguished between:
1. Motivational factors: achievement, recognition, the
work itself, responsibility, advancement, and growth,
which produce job satisfaction
2. Hygiene factors: cause dissatisfaction if not present,
but do not motivate workers to do more; examples
include larger salaries, more supervision, and a more
attractive work environment
20
Examples of Herzberg’s Hygiene
Factors and Motivators
21
McClelland’s Acquired-Needs Theory
• Specific needs are acquired or learned over time
and shaped by life experiences, including:
• Achievement (nAch): achievers like challenging projects
with achievable goals and lots of feedback
• Affiliation (nAff): people with high nAff desire
harmonious relationships and need to feel accepted by
others, so managers should try to create a cooperative
work environment for them
• Power (nPow): people with a need for power desire
either personal power (not good) or institutional power
(good for the organization); provide institutional power
seekers with management opportunities
22
McGregor’s Theory X and Y
• Douglas McGregor popularized the human relations
approach to management in the 1960s
• Theory X: assumes workers dislike and avoid work, so
managers must use coercion, threats, and various
control schemes to get workers to meet objectives
• Theory Y: assumes individuals consider work as natural
as play or rest and enjoy the satisfaction of esteem and
self-actualization needs
• Theory Z: introduced in 1981 by William Ouchi and is
based on the Japanese approach to motivating workers,
emphasizing trust, quality, collective decision making,
and cultural values
23
Thamhain and Wilemon’s Ways to
Have Influence on Projects
1. Authority: the legitimate hierarchical right to
issue orders
2. Assignment: the project manager's perceived
ability to influence a worker's later work
assignments
3. Budget: the project manager's perceived ability
to authorize others' use of discretionary funds
4. Promotion: the ability to improve a worker's
position
5. Money: the ability to increase a worker's pay and
benefits
24
Thamhain and Wilemon’s Ways to
Have Influence on Projects (continued)
6. Penalty: the project manager's ability to cause
punishment
7. Work challenge: the ability to assign work that
capitalizes on a worker's enjoyment of doing a
particular task
8. Expertise: the project manager's perceived
special knowledge that others deem important
9. Friendship: the ability to establish friendly
personal relationships between the project
manager and others
25
Ways to Influence that Help and Hurt
Projects
• Projects are more likely to succeed when project
managers influence with:
• Expertise
• Work challenge
• Projects are more likely to fail when project
managers rely too heavily on:
• Authority
• Money
• Penalty
26
Power
• Power is the potential ability to influence behavior
to get people to do things they would not
otherwise do
• Types of power include:
1.
2.
3.
4.
5.
Coercive
Legitimate
Expert
Reward
Referent
27
Covey and Improving Effectiveness
• Project managers can apply Covey’s 7 habits to
improve effectiveness on projects
1.
2.
3.
4.
5.
6.
7.
Be proactive
Begin with the end in mind
Put first things first
Think win/win
Seek first to understand, then to be understood
Synergize
Sharpen the saw
28
Empathic Listening and Rapport
• Good project managers are empathic listeners; they
listen with the intent to understand
• Before you can communicate with others, you have
to have rapport, a relation of harmony, conformity,
accord, or affinity
• Mirroring is the matching of certain behaviors of
the other person, a technique to help establish
rapport
• IT professionals need to develop empathic listening
and other people skills to improve relationships
with users and other stakeholders
29
1. Developing the Human Resource
Plan
• Involves identifying and documenting project
roles, responsibilities, and reporting
relationships
• Contents include:
• Project organizational charts
• Staffing management plan
• Responsibility assignment matrixes
• Resource histograms
30
Sample Organizational Chart for a
Large IT Project
31
Work Definition and Assignment
Process
32
Responsibility Assignment Matrices
• A responsibility assignment matrix (RAM) is a
matrix that maps the work of the project as
described in the WBS to the people
responsible for performing the work as
described in the OBS
• Can be created in different ways to meet
unique project needs
33
Sample Responsibility Assignment
Matrix (RAM)
34
RAM Showing Stakeholder Roles
35
Sample RACI Chart
R = responsibility
A = accountability, only one A per task
C = consultation
I = informed
Note that some people reverse the definitions of responsible and accountable
36
Staffing Management Plans and
Resource Histograms
• A staffing management plan describes when
and how people will be added to and taken
off the project team
• A resource histogram is a column chart that
shows the number of resources assigned to a
project over time
37
Sample Resource Histogram
38
What Went Right?
• In addition to providing technical training for IT
personnel, several companies have made
significant investments in project management
training to provide career paths for project
managers
• Hewlett Packard employed only six registered PMPs in
1997, but by August 2004, it employed more than 1,500
PMPs and was adding 500 more per year
• While most consulting firms offer a single path to a
leadership position, IBM has four to allow their people
to succeed by focusing on their strengths and interests
in one or more disciplines
39
2. Acquiring the Project Team
• Acquiring qualified people for teams is
crucial
• The project manager who is the smartest
person on the team has done a poor job of
recruiting!
• It’s important to assign the appropriate type
and number of people to work on projects at
the appropriate times
40
Resource Assignment
• Staffing plans and good hiring procedures are
important, as are incentives for recruiting and retention
• Some companies give their employees one dollar for every
hour a new person they helped hire works
• Some organizations allow people to work from home as an
incentive
• Enrollment in U.S. computer science and engineering
programs has dropped almost in half since 2000, and
one-third of U.S. workers will be over the age of 50 by
2010
• CIO’s researchers suggest that organizations rethink
hiring practices and incentives to hire and retain IT
talent
41
Best Practice
• Best practices can be applied to include the best
places for people to work
• For example, Fortune Magazine lists the “100 Best
Companies to Work For” in the United States every year,
with Google taking the honors in 2007 and 2008
• Working Mothers Magazine lists the best companies in
the U.S. for women based on benefits for working
families
• The Timesonline (www.timesonline.co.uk) provides the
Sunday Times list of the 100 Best Companies to Work
For, a key benchmark against which UK companies can
judge their Best Practice performance as employers
42
Resource Loading
• Resource loading refers to the amount of individual
resources an existing schedule requires during
specific time periods
• Helps project managers develop a general
understanding of the demands a project will make
on the organization’s resources and individual
people’s schedules
• Overallocation means that more resources than are
available are assigned to perform work at a given
time
43
Sample Histogram Showing an
Overallocated Individual
44
Resource Leveling
• Resource leveling is a technique for resolving
resource conflicts by delaying tasks
• The main purpose of resource leveling is to
create a smoother distribution of resource
usage and reduce overallocation
45
Resource Leveling Example
46
Benefits of Resource Leveling
• When resources are used on a more
constant basis, they require less
management
• It may enable project managers to use a justin-time inventory type of policy for using
subcontractors or other expensive resources
• It results in fewer problems for project
personnel and accounting department
• It often improves morale
47
3. Developing the Project Team
• The main goal of team development is to
help people work together more effectively
to improve project performance
• It takes teamwork to successfully complete
most projects
48
Tuckman Model of Team
Development
• Forming
• Storming
• Norming
• Performing
• Adjourning
49
Training
• Training can help people understand
themselves, each other, and how to work
better in teams
• Team building activities include:
• Physical challenges
• Psychological preference indicator tools
50
Meyers-Briggs Type Indicator (MBTI)
• MBTI is a popular tool for determining personality
preferences and helping teammates understand
each other
• Four dimensions include:
1.
2.
3.
4.
Extrovert/Introvert (E/I)
Sensation/Intuition (S/N)
Thinking/Feeling (T/F)
Judgment/Perception (J/P)
• NTs or rationals are attracted to technology fields
• IT people vary most from the general population in
not being extroverted or sensing
51
Social Styles Profile
• People are perceived as behaving primarily in one
of four zones, based on their assertiveness and
responsiveness:
1.
2.
3.
4.
Drivers
Expressives
Analyticals
Amiables
• People on opposite corners (drivers and amiables,
analyticals and expressives) may have difficulties
getting along
52
Social Styles
53
DISC Profiles
• Also uses a four-dimensional model of
normal behavior
1.
2.
3.
4.
Dominance
Influence
Steadiness
Compliance
• People in opposite quadrants can have
problems understanding each other
54
The DISC Profile
55
Reward and Recognition Systems
• Team-based reward and recognition systems
can promote teamwork
• Focus on rewarding teams for achieving
specific goals
• Allow time for team members to mentor and
help each other to meet project goals and
develop human resources
56
4. Managing the Project Team
• Project managers must lead their teams in
performing various project activities
• After assessing team performance and
related information, the project manager
must decide:
• If changes should be requested to the project
• If corrective or preventive actions should be
recommended
• If updates are needed to the project
management plan or organizational process
assets
57
Tools and Techniques for Managing
Project Teams
• Observation and conversation
• Project performance appraisals
• Conflict management
• Issue logs
• Interpersonal skills
58
General Advice on Teams
• Be patient and kind with your team
• Fix the problem instead of blaming people
• Establish regular, effective meetings
• Allow time for teams to go through the basic
team-building stages
• Limit the size of work teams to three to
seven members
59
General Advice on Teams (continued)
• Plan some social activities to help project team
members and other stakeholders get to know each
other better
• Stress team identity
• Nurture team members and encourage them to
help each other
• Take additional actions to work with virtual team
members
60
Five Dysfunctions of a Team
• Patrick Lencioni, author of several books on teams,
says that “Teamwork remains the one sustainable
competitive advantage that has been largely
untapped”*
•
•
•
•
•
•
The five dysfunctions of teams are:
Absence of trust
Fear of conflict
Lack of commitment
Avoidance of accountability
Inattention to results
*Lencioni, Patrick, “Overcoming the Five Dysfunctions of a Team,”
Jossey-Bass: San Francisco, CA (2005), p. 3.
61
Using Software to Assist in Human
Resource Management
• Software can help in producing RAMS and resource
histograms
• Project management software includes several
features related to human resource management
such as:
• Assigning resources
• Identifying potential resource shortages or
underutilization
• Leveling resources
62
Project Resource Management Involves
Much More Than Using Software
• Project managers must:
• Treat people with consideration and respect
• Understand what motivates them
• Communicate carefully with them
• Focus on your goal of enabling project team
members to deliver their best work
63
Summary
• Project human resource management includes the
processes required to make the most effective use
of the people involved with a project
• Main processes include:
1.
2.
3.
4.
Develop human resource plan
Acquire project team
Develop project team
Manage project team
64
References
1. Kathy Schwalbe, Managing Information
Technology Projects 6th Edition, Course
Technology, Cengage Learning, 2010
2. A Guide to the Project Management Body of
Knowledge: PMBOK Guide 4th Edition, Project
Management Institute, 2008
65